本文選題：中小商業(yè)銀行 + 發(fā)展戰(zhàn)略　； 參考：《西北農(nóng)林科技大學(xué)》2013年博士論文

【摘要】：以大型國(guó)有商業(yè)銀行以外的股份制商業(yè)銀行、城市商業(yè)銀行、農(nóng)村商業(yè)銀行為范疇的中小商業(yè)銀行已成為我國(guó)銀行業(yè)金融機(jī)構(gòu)的重要組成部分，中小商業(yè)銀行的發(fā)展壯大，對(duì)于擴(kuò)大銀行業(yè)金融服務(wù)領(lǐng)域和范圍、提高區(qū)域發(fā)展金融服務(wù)水平，帶動(dòng)其他中小金融機(jī)構(gòu)發(fā)展、增強(qiáng)我國(guó)銀行業(yè)整體服務(wù)能力和改革績(jī)效，發(fā)揮了重要的作用。在全球后金融危機(jī)時(shí)期，我國(guó)經(jīng)濟(jì)發(fā)展逐步向內(nèi)生經(jīng)濟(jì)增長(zhǎng)模式轉(zhuǎn)變，經(jīng)濟(jì)增長(zhǎng)放緩、內(nèi)需倚重、區(qū)域經(jīng)濟(jì)發(fā)展不平衡減弱、中產(chǎn)階層不斷擴(kuò)大、城鎮(zhèn)化加速推進(jìn)、技術(shù)創(chuàng)新和綠色經(jīng)濟(jì)特征凸出、要素市場(chǎng)化改革全面推動(dòng)、利率市場(chǎng)化改革加速推進(jìn)、逆周期宏觀審慎監(jiān)管框架建立并實(shí)施，經(jīng)濟(jì)金融發(fā)展趨勢(shì)及發(fā)展特征與以往歷史時(shí)期大不相同，中小商業(yè)銀行發(fā)展面臨全新的環(huán)境。面對(duì)經(jīng)濟(jì)金融形勢(shì)變化和趨勢(shì)特征，適應(yīng)經(jīng)濟(jì)金融改革舉措的整體推進(jìn)，在經(jīng)歷了以往的改革過程后，我國(guó)中小商業(yè)銀行發(fā)展迫切需要建立目標(biāo)明確、特征突出、重點(diǎn)得當(dāng)?shù)男碌陌l(fā)展戰(zhàn)略，以滿足中小商業(yè)銀行自身發(fā)展、區(qū)域經(jīng)濟(jì)和社會(huì)發(fā)展、國(guó)家發(fā)展的需求，實(shí)現(xiàn)中小商業(yè)銀行轉(zhuǎn)型發(fā)展，有效履行經(jīng)濟(jì)社會(huì)服務(wù)職能。 本文以戰(zhàn)略理論、最優(yōu)金融結(jié)構(gòu)理論、中小商業(yè)銀行發(fā)展理論等為理論基礎(chǔ)，，按照規(guī)范分析和實(shí)證分析相結(jié)合的方法，系統(tǒng)論述和規(guī)劃了我國(guó)中小商業(yè)銀行發(fā)展戰(zhàn)略。在闡明選題的價(jià)值和意義、明晰邏輯起點(diǎn)和理論基礎(chǔ)、梳理我國(guó)中小商業(yè)銀行發(fā)展戰(zhàn)略環(huán)境基礎(chǔ)上，設(shè)置非平衡面板數(shù)據(jù)計(jì)量模型，實(shí)證分析我國(guó)中小商業(yè)銀行發(fā)展的要素體系及其戰(zhàn)略績(jī)效，并構(gòu)建我國(guó)中小商業(yè)銀行發(fā)展戰(zhàn)略總體框架，明確了相關(guān)戰(zhàn)略目標(biāo)、戰(zhàn)略特征和戰(zhàn)略重點(diǎn)；圍繞總體發(fā)展戰(zhàn)略，深入分析并形成了關(guān)于我國(guó)中小商業(yè)銀行公司治理、業(yè)務(wù)發(fā)展、流程再造、風(fēng)險(xiǎn)管理、信息科技建設(shè)、人力資源建設(shè)、區(qū)域金融生態(tài)環(huán)境建設(shè)七大領(lǐng)域的子戰(zhàn)略，全面協(xié)同支撐總體發(fā)展戰(zhàn)略。本文的理論和實(shí)證分析獲得并支撐了一些有價(jià)值的結(jié)論。 第一，提出我國(guó)中小商業(yè)銀行發(fā)展戰(zhàn)略要素體系。選取2001-2010年由12家股份制銀行、46家城市商業(yè)銀行、13家農(nóng)村商業(yè)銀行組成的我國(guó)中小商業(yè)銀行相關(guān)非平衡面板數(shù)據(jù)，構(gòu)建計(jì)量模型，實(shí)證分析并形成了公司治理、業(yè)務(wù)發(fā)展、風(fēng)險(xiǎn)管理、人力資源建設(shè)、信息科技建設(shè)、流程再造、金融生態(tài)環(huán)境建設(shè)七大中小商業(yè)銀行發(fā)展戰(zhàn)略要素體系。 第二，構(gòu)建了我國(guó)中小商業(yè)銀行發(fā)展戰(zhàn)略的總體框架，明確了相關(guān)戰(zhàn)略目標(biāo)、戰(zhàn)略特征和戰(zhàn)略重點(diǎn)。我國(guó)中小商業(yè)銀行發(fā)展的戰(zhàn)略目標(biāo)，是從改革經(jīng)營(yíng)和管理、改善生態(tài)環(huán)境入手，積極穩(wěn)妥、循序漸進(jìn)地推進(jìn)中小商業(yè)銀行沿著高效、穩(wěn)健、可持續(xù)的方向發(fā)展，建立特色鮮明、服務(wù)優(yōu)良的現(xiàn)代銀行，實(shí)現(xiàn)多層次、差異化、特色化發(fā)展，有效市場(chǎng)競(jìng)爭(zhēng)，動(dòng)態(tài)匹配經(jīng)濟(jì)社會(huì)發(fā)展需求，充分服務(wù)地方經(jīng)濟(jì)、中小企業(yè)、城鄉(xiāng)居民的和諧金融服務(wù)。公司治理、業(yè)務(wù)發(fā)展、流程再造、風(fēng)險(xiǎn)管理、信息科技建設(shè)、人力資源建設(shè)、金融生態(tài)環(huán)境建設(shè)等七個(gè)領(lǐng)域協(xié)同一致的政策框架，構(gòu)成了我國(guó)中小商業(yè)銀行發(fā)展的戰(zhàn)略重點(diǎn)和主要支柱。 第三，通過分析中小商業(yè)銀行公司治理的地方政府控制的特殊屬性，以及中小商業(yè)銀行三元分類結(jié)構(gòu)特征、政府控制、監(jiān)管約束、市場(chǎng)影響等公司治理四類因素，構(gòu)建地方政府控制下公司治理成本效益的理論框架，刻劃我國(guó)中小商業(yè)銀行公司治理的均衡態(tài)勢(shì)和發(fā)展路徑，形成了我國(guó)中小商業(yè)銀行公司治理漸進(jìn)改革的“三步走”優(yōu)化路徑。 第四，通過重點(diǎn)分析成長(zhǎng)期企業(yè)規(guī)模經(jīng)濟(jì)和范圍經(jīng)濟(jì)的效率屬性、根植當(dāng)?shù)睾涂鐓^(qū)域經(jīng)營(yíng)相互促進(jìn)、利率市場(chǎng)化推進(jìn)、小微企業(yè)融資困境四類主要影響因素對(duì)我國(guó)中小商業(yè)銀行業(yè)務(wù)發(fā)展的規(guī)范和要求，形成了鞏固和擴(kuò)大傳統(tǒng)業(yè)務(wù)、創(chuàng)新加強(qiáng)新型業(yè)務(wù)的中小商業(yè)銀行業(yè)務(wù)發(fā)展思路和策略。 第五，通過分析中小商業(yè)銀行流程再造的理論、實(shí)踐和現(xiàn)狀，指出地方政府支持的推動(dòng)力、戰(zhàn)略規(guī)劃內(nèi)在要求的拉動(dòng)力、高管層認(rèn)識(shí)的統(tǒng)一性，構(gòu)成了流程再造的動(dòng)力源支撐。中小商業(yè)銀行流程再造應(yīng)按照循序漸進(jìn)的原則，實(shí)施業(yè)務(wù)戰(zhàn)略模塊的流程改造，匹配組織架構(gòu)的整合和優(yōu)化，配套流程再造的保障支撐。 第六，通過重點(diǎn)分析中小商業(yè)銀行科學(xué)發(fā)展、內(nèi)涵集約經(jīng)營(yíng)模式、規(guī)模擴(kuò)張、差異化和特色化經(jīng)營(yíng)、上市規(guī)劃、中小商業(yè)銀行核心競(jìng)爭(zhēng)力、監(jiān)管趨勢(shì)等對(duì)中小商業(yè)銀行風(fēng)險(xiǎn)管理提出的新要求和形成的新趨勢(shì)，構(gòu)建了中小商業(yè)銀行風(fēng)險(xiǎn)偏好體系和機(jī)制建設(shè)的框架和內(nèi)容，形成了匹配總體戰(zhàn)略、夯實(shí)傳統(tǒng)風(fēng)險(xiǎn)管理基礎(chǔ)、逐步建立基于風(fēng)險(xiǎn)資本約束機(jī)制為核心的全面風(fēng)險(xiǎn)管理體系的中小商業(yè)銀行風(fēng)險(xiǎn)管理思路和策略。 第七，通過構(gòu)建低層次人力資本向高層次人力資本轉(zhuǎn)化、反映人力資源制度功效的中小商業(yè)銀行人力資本模型，刻劃中小商業(yè)銀行人力資本提升的戰(zhàn)略邏輯和經(jīng)濟(jì)機(jī)制，得出中小商業(yè)銀行人力資源制度有效提升了人力資本水平，促進(jìn)產(chǎn)出增長(zhǎng)，實(shí)現(xiàn)效率增進(jìn)。并以2001-2010年我國(guó)71家中小商業(yè)銀行面板數(shù)據(jù)實(shí)證分析支持了理論模型結(jié)論。指出我國(guó)中小商業(yè)銀行戰(zhàn)略轉(zhuǎn)型時(shí)期，需要重視人力資源制度的中長(zhǎng)期績(jī)效，遵循中小商業(yè)銀行人力資本提升的戰(zhàn)略邏輯和經(jīng)濟(jì)機(jī)制，構(gòu)建人力資本戰(zhàn)略，加強(qiáng)人力資本戰(zhàn)略的匹配性和協(xié)同性，提升和塑造吻合自身稟賦和戰(zhàn)略要求的人力資本。 第八，通過重點(diǎn)加強(qiáng)地方政府治理，有序推進(jìn)利率市場(chǎng)化和資本市場(chǎng)建設(shè)，加強(qiáng)涵蓋征信體系、支付體系、會(huì)計(jì)審計(jì)、法律、監(jiān)管、存款保險(xiǎn)、危機(jī)和破產(chǎn)機(jī)制的金融基礎(chǔ)設(shè)施建設(shè)，形成了我國(guó)中小商業(yè)銀行生態(tài)環(huán)境建設(shè)的重點(diǎn)內(nèi)容和措施。
[Abstract]:In the period of global financial crisis , China ' s small and medium - sized commercial banks are facing a brand - new environment . In the period of global post - crisis financial crisis , China ' s small and medium - sized commercial banks are facing a new environment . In the period of global post - crisis financial crisis , China ' s small and medium - sized commercial banks are facing a brand - new environment .

Based on the theory of strategic theory , the theory of optimal financial structure and the development theory of small and medium - sized commercial banks , this paper discusses and plans the development strategy of small and medium - sized commercial banks in China based on the combination of normative analysis and empirical analysis .
Surrounding the overall development strategy , we deeply analyze and form the sub - strategy in the seven fields of corporate governance , business development , process reengineering , risk management , information technology construction , human resource construction and regional financial ecological environment in our country .

First , to put forward the strategic element system for the development of small and medium - sized commercial banks in our country . Select the non - balance panel data of small and medium - sized commercial banks composed of 12 joint - stock banks , 46 city commercial banks and 13 rural commercial banks from 2001 to 2010 , build a measurement model , and analyze and form the strategic element system for the development of the seven small and medium - sized commercial banks in corporate governance , business development , risk management , human resource construction , information technology construction , process reengineering and financial ecological environment .

Second , the overall framework of the development strategy of small and medium - sized commercial banks in China is constructed , and the strategic objectives , strategic features and strategic focus are defined . The strategic objectives of the development of small and medium - sized commercial banks in China are the strategic objectives of the development of small and medium - sized commercial banks in China .

Third , by analyzing the special attributes of the local government control of the small and medium - sized commercial banks , and the three factors of corporate governance , such as the three - way classification structure , the government control , the supervision and restriction , the market influence and so on , the theoretical framework of the corporate governance cost - benefit under the control of local government is constructed . The equilibrium situation and the development path of the governance of the small and medium - sized commercial banks in China are set up , and the " three - step " optimization path of the gradual reform of the small and medium - sized commercial banks in China is formed .

Fourthly , through the analysis of the efficiency attributes of the scale economy and the scope economy of the long - term enterprise , the factors influencing the development of the small and medium - sized commercial banks in our country are rooted in the mutual promotion of local and trans - regional operations , the marketization of interest rates and the four main influencing factors of the financing difficulties of the small micro - enterprises , and the ideas and strategies of the development of the small and medium - sized commercial banks are formed .

Fifth , by analyzing the theory , practice and present situation of the process reengineering of small and medium - sized commercial banks , it is pointed out that the driving force supported by local government , the inherent requirement of strategic planning and the unity of high pipe layer awareness form the power source support for process reengineering .

Sixth , through the analysis of the scientific development of small and medium - sized commercial banks , the intensive management mode , the expansion of scale , differentiation and characteristic operation , the marketing planning , the core competitiveness of small and medium - sized commercial banks and the trend of supervision , the paper constructs the framework and content of the risk preference system and mechanism construction of small and medium - sized commercial banks , and forms the risk preference system and mechanism - building framework and contents of small and medium - sized commercial banks .

Seventh , by constructing the human capital model of small and medium - sized commercial banks with low - level human capital and transforming human capital into high - level human capital , the strategic logic and economic mechanism of human capital promotion in small and medium - sized commercial banks are described .

Eighth , through the emphasis on strengthening local government governance , orderly advancing the interest rate liberalization and capital market construction , strengthening the construction of financial infrastructure covering the credit system , payment system , accounting auditing , law , supervision , deposit insurance , crisis and bankruptcy mechanism , the key contents and measures of eco - environmental construction of small and medium - sized commercial banks in China are formed .

【學(xué)位授予單位】：西北農(nóng)林科技大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33

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